tom peters rollercoaster days: learning to … rock & roll! shopa/chicago/6.26.2001
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Tom PetersRollercoaster Days: Learning to … Rock & Roll!
SHOPA/Chicago/6.26.2001
“There will be more confusion in the business world in the next decade than in any decade in history.
And the current pace of change will only accelerate.”
Steve Case
Message 1: White Water ahead. Forever.
Part I: Brand InsidePart II: Brand Outside
Brand InsideBrand Work: The
Professional Service Firm Model & The
WOW Project
White Collar
Revolution!
New World of Work< 1 in 10 F500
#1: Manpower Inc.Freelancers/I.C.: 16M-25MTemps: 3M (incl. CEOs & lawyers)
Microbusinesses: 12M-27MTotal: 31M-55M
Source: Daniel Pink, Free Agent Nation
Message 2: Prepare for a New World of
Work!
11 September 2000
09.11.2000: HP bids
$18,000,000,000for
PricewaterhouseCoopersConsulting business!
[“These days, building the best server isn’t enough. That’s the
price of entry.”Ann Livermore, Hewlett-Packard]
HP … Sun … GE … IBM … UPS … UTC …
General Mills … Springs … Anheuser-Busch …
Carpet One … Etc. … Etc.
Textile Co.Collections.
Flexible sourcing.Packaging.
Merchandising.Promotion.
Design.Systems & Site mgt.
= Turnkey.
“ ‘Architecture’ is becoming a commodity.
Winners will be ‘Turnkey Facilities Management’
providers.”SMPS Exec
Message 3: Head (Way) Up the V.A. Chain!
The Raw Material …
The WOW Project!
“Reward excellent failures. Punish
mediocre successes.”
Phil Daniels, Sydney exec
The greatest dangerfor most of us
is not that our aim istoo high
and we miss it,but that it is
too lowand we reach it.
Michelangelo
Message 4: WOW Now … or Die!
Brand Inside
Brand Talent: The Great War for Talent
“When land was the scarce resource, nations battled
over it. The same is happening now for talented people.”
Stan Davis & Christopher Meyer, futureWEALTH
“We believe companies can increase their market cap 50 percent in 3 years. Steve
Macadam at Georgia-Pacific changed 20 of his 40 box plant managers to put
more talented, higher paid managers in charge. He increased
profitability from $25 million to $80 million in 2 years.”
Ed Michaels, War for Talent (05.17.00)
Message 5: Some people are better than other
people. Some people are a helluva lot better than other
people.
So-so plant manager, $1M per year. Pay: $110,000 plus $60,000. Top plant manager,
$3-4M per year. Pay: $135,000 plus $90,000. Net:
$2-3M for $50K.Source: Ed Michaels et al., The War for
Talent, re Georgia-Pacific
Message 6: What gets measured gets done. What gets paid for gets
done more. What gets paid a lot for gets
done a lot more.
Brand InsideReprise:
THINK WEIRD: The High Standard
Deviation Enterprise
Saviors-in-Waiting
Disgruntled CustomersFringe CompetitorsRogue Employees
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe
Competitors, Lost Customers, and Rogue Employees
“Corporate consciousness is predictably centered around the
mainstream. The best customers, biggest competitors, and model
employees are almost invariably the focus of attention.”
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost
Customers, and Rogue Employees
Message 7: Are You (& Yours) Weird
Enough?
Part I: Brand InsidePart II: Brand Outside
“While everything may be better, it is also increasingly the
same.”Paul Goldberger on retail, “The Sameness of
Things,” The New York Times
“The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar
educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices and similar quality.”
Kjell Nordstrom and Jonas Ridderstrale, Funky Business
Message 8: Same-same Kills!
Brand OutsideStrategy 1:
Use E-Commerce to Re-invent Everything!
Cisco!
90% of $20B (=$50M/day)Annual savings in service
and support from customer self-management: $550M
Dell’s OptiPlex Facility
Big Job: 6 to 8 hours.(20,000 per day)
Parts Inventory: 2 hours, 100 square feet. (Overall, 5 days vs.
50 to 90 days; target is 2.5 days)
WebWorld = Everything Web as a way to run your business’ innards
Web as connector for your entire supply-demand chain Web as “spider’s web” which re-conceives the industry
Web/B2B as ultimate wake-up call to “commodity producers”
Web as the scourge of slack, inefficiency, sloth, bureaucracy, poor customer data
Web as an Encompassing Way of LifeWeb = Everything (P.D. to after-sales)
Web forces you to focus on what you do bestWeb as entrée, at any size, to World’s Best at Everything
as next door neighbor
Message 9: Survivors will move all their operations to the Web. Now. Web = Encompassing … or else.
Message 10/ Message 2001:
Only idiots pull in their [investment] horns
during a downturn.
Brand OutsideStrategy 2:
Global is for Everyone!
THE SIX “RULES”
Rule #1
There’s no such thing as “too small to
be global.”
Rule #2
If “it” is [truly] good … then it’s good
enough for … THE WORLD.
Rule #3
Glom onto a [modest-sized] partner … who
loves/ “gets” you!
Rule #4
Tailor!! [But don’t give away the store.]
Rule #5
Phil Crosby notwithstanding,
you’ll not [likely] “get it right the first time”!
Message 11 & Rule # 6: When? Now.
Brand OutsideStrategy 3:
Design Matters!
All Equal Except …
“At Sony we assume that all products of our competitors have basically the same
technology, price, performance and features. Design is the only
thing that differentiates one product from another in the
marketplace.”Norio Ohga
Design “is” … WHAT & WHY I LOVE.
LOVE.
I LOVE my ZYLISS Garlic Peeler!
Design “is” … WHY I
GET MAD. MAD.
Wanted: Dead [preferably] or Alive: THE DESIGNER OF MY RADIO SHACK
PHONE. Major Reward!
Design is never neutral.
Hypothesis: DESIGN is the principal difference
between love and hate!
“We don’t have a good language to talk about this kind of thing. In most people’s
vocabularies, design means veneer. … But to me, nothing could be further from the
meaning of design. Design is the fundamental soul
of a man-made creation.”Steve Jobs
Message 12: Design matters. Design is a
State of Mind!
Brand OutsideStrategy 4:
It’s the Experience!
“Experiences are as distinct from services as services are from
goods.”Joseph Pine & James Gilmore, The
Experience Economy: Work Is Theatre & Every Business a Stage
“The [Starbucks] Fix” Is on …
“We have identified a ‘third place.’ And I really believe that sets us apart. The third place is
that place that’s not work or home. It’s the place our
customers come for refuge.”Nancy Orsolini, District Manager
Experience: “Rebel Lifestyle!”
“What we sell is the ability for a 43-year-old accountant to dress in black leather, ride
through small towns and have people be afraid of him.”Harley exec, quoted in Results-Based
Leadership
The “Experience Ladder”
Experiences Services
Goods Raw Materials
1940: Cake from flour, sugar (raw materials economy): $1.00
1955: Cake from Cake mix (goods economy): $2.00
1970: Bakery-made cake (service economy): $10.00
1990: Party @ Chuck E. Cheese (experience economy) $100.00
Message 13: “Experience”
is the “Last 80%”
HP RevisitedPWC Consultants lead Business
Re-invention Process (“Experience Economy”)
Fabulous Customer Service (“Service Economy”)
Terrific Servers (“Goods Economy”)
Brand OutsideStrategy 4A:
A Case in Point: The Four Seasons
Chicago
Why I Stay at the Four Seasons Chicago
Comfort. (“It’s good to be home.”)
Why I Stay at the Four Seasons Chicago
The doorman. (Recognizes me.)
Why I Stay at the Four Seasons Chicago
The fact that the GM always puts his desk
chair in my room when I’m in town.
Why I Stay at the Four Seasons Chicago
The flashlight with the tape that says “Tom Peters’ Flashlight”
Why I Stay at the Four Seasons Chicago
The bottle of Chalone chardonnay they leave
for me. (They “remember.”)
Why I Stay at the Four Seasons Chicago
No hairs in the bathtub. (Operational
excellence.)
Why I Stay at the Four Seasons Chicago
The Brand. (I trust Izzy.)
Message 14: High tech is cool. So is High
Touch!
Brand Outside
Strategy 5:
BRAND POWER!
“WHO ARE YOU [these days] ?”
TP to Client
“Most companies tend to equate branding with the company’s marketing. Design a new marketing
campaign and, voila, you’re on course. They are wrong. The task is much bigger. It is about fulfilling our potential … not about a new logo, no matter how
clever. WHAT IS MY MISSION IN LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW DO
I MAKE SURE THAT WHAT I HAVE TO OFFER THE WORLD IS ACTUALLY UNIQUE? The brand has to give of itself, the company has to give of itself, the management has to give of itself. To
put it bluntly, it is a matter of whether – or not – you want to be … UNIQUE … NOW.”
Jesper Kunde, A Unique Moment
Brand = You Must Care!
“Success means never letting the competition
define you. Instead you have to define yourself based on a point of view you care deeply
about.” Tom Chappell, Tom’s of Maine
1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing.”
Source #1: Personal Passion)
2ND Law: REAL REASON TO BELIEVE (Stand & Deliver!)
3RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It: See the next slide.)
Source: Jump Start Your Business Brain, Doug Hall
2 Questions“How likely are you to purchase
this new product or service?” (95% to 100% weighting by execs)
“How unique is this new product or service?” (0% to 5%*)
*No exceptions in 20 years – Doug Hall, Jump Start Your Business Brain
“Brand Promise” Exercise: (1) Who Are WE? (poem/novella/song, then 25
words.) (2) List three ways in which we are UNIQUE … to our Clients.
(3) Who are THEY (competitors)? (ID, 25 words.)
(4) List 3 distinct “us”/”them” differences. (5) Try “results” on your teammates. (6) Try ’em on a friendly Client. (7) Big Enchilada:
Try ’em on a skeptical Client!
“WHO ARE WE?”
WHAT’S OUR
STORY?
“EXACTLY HOW ARE WE DRAMATICLY DIFFERENT?”
“ WHY DOES IT MATTER TO
THE CLIENT?”
“EXACTLY HOW DO I PASSIONATELY CONVEY THAT
DIFFERENCE TO THE CLIENT ”
Message 15: “WHO ARE WE?”
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